Corporate Governance System

The Company's corporate governance system seeks to ensure proper management and control, growth of long-term value, and sustainable development. Corporate governance rests on three pillars: efficiency, effectiveness, and transparency. The Company continues improving its corporate governance system, ensuring the rights of shareholders and all stakeholders.

Kazatomprom's key corporate governance policies

Kazatomprom's corporate governance structure

Corporate Governance Code

The Corporate Governance Code of the Company has been developed in accordance with the laws of the Republic of Kazakhstan, internal documents of Samruk- Kazyna JSC, and the Transformation Programme of Samruk-Kazyna JSC. The Code takes into account the corporate governance practices adopted in Kazakhstan and globally and sets out the principles lying at the core of the Company's corporate governance system.

Kazatomprom states that its corporate governance system complies with the key listing rules of major stock exchanges and the basic corporate governance principles recognised by the global economic community (e.g., the OECD Principles of Corporate Governance).

Taking into account the approval of the Samruk-Kazyna JSC Code of Corporate Governance in new wording by the Republic of Kazakhstan Government’s Resolution No.590 dated 23.07.2023, the Company plans to update its Code of Corporate Governance.

COMPLIANCE WITH THE CORPORATE GOVERNANCE CODE

In line with the Corporate Governance Code, the Office of the Corporate Secretary analysed compliance with the principles and provisions of the Code across the Company in 2023. According to its findings, 89.5% of the provisions of the Code were fully complied with, 0.6% were partially complied with77, and 10.1% of the provisions of the Code are not applicable to the Company.

Compliance with the Corporate Governance Code

ADHERENCE TO THE AIX CORPORATE GOVERNANCE PRINCIPLES

AIX has the general principles of corporate governance in place for listed companies. Kazatomprom's Corporate Governance Code is largely consistent with these principles. Moreover, the Company's Code contains certain provisions ensuring compliance with Samruk-Kazyna's goals and projections. Any Group's initiatives that relate to its non-core business are subject to review and verification by the Board of Directors chaired by an independent director.

COMPLIANCE WITH KASE’S CORPORATE GOVERNANCE PRINCIPLES

In 2013, KASE adapted the International Finance Corporation's (IFC) corporate governance scorecard, allowing joint stock companies listed on KASE to use this tool for assessing their level of corporate governance. Assessed against the six categories, the Company mostly meets the criteria set out in the scorecard.

Differences between the Company’s Corporate Governance Code and the UK Corporate Governance Code⁷⁸

General Meetings of Shareholders

The Company treats and communicates to all shareholders equally, including minority shareholders, regardless of their shareholdings.

The General Meeting of Shareholders is the highest governing body of the Company. On 03 February 2023, the Company held an absentee Extraordinary General Meeting of Shareholders convened by the Board of Directors at the initiative of Samruk-Kazyna JSC, a major shareholder. The composition of Kazatomprom's Board of Directors was the only agenda item.

On 25 May 2023, Kazatomprom held an annual General Meeting of Shareholders in absentia and considered the following agenda items:

• Approving Kazatomprom's annual financial statements 2022 (separate and consolidated).
• Approving procedures for distribution of consolidated net income earned by Kazatomprom in 2022 and some retained earnings for the past periods; making decisions on payment of dividends on ordinary shares and approving the size of dividend per ordinary share.
• Information on shareholders' inquiries about actions of Kazatomprom and its officials and outcomes of consideration of the inquiries.
• Information on the size and elements of remuneration of members of the Board of Directors and the Management Board of NAC Kazatomprom JSC.
• On execution of a material transaction, as a result of which NAC Kazatomprom JSC acquires or alienates (may acquire or alienate) property, which value amounts to more than fifty per cent of the total book value of NAC Kazatomprom JSC's assets as of the date of the decision on the transaction, as a result of which more than fifty per cent of the total book value of its assets is acquired or alienated (may be acquired or alienated), including Long-term purchase and sale agreement for natural uranium concentrates and other transactions for the purchase and sale of natural uranium concentrates with CNNC Overseas Limited.
• Introducing amendments and additions to Kazatomprom's Charter.
• On the composition of the Board of Directors of NAC Kazatomprom JSC.

On 21 June 2023, the Company held the in-person Extraordinary General Meeting of Shareholders convened by the Board of Directors at the initiative of Samruk-Kazyna JSC, a major shareholder. The composition of Kazatomprom's Board of Directors was the only agenda item.

On 01 November 2023, the Company held another inperson Extraordinary General Meeting of Shareholders convened by the Board of Directors at the initiative of Samruk-Kazyna JSC, a major shareholder. The Meeting considered the following agenda items:

• On election of the Chairman and the Secretary of the Extraordinary Shareholders General Meeting.
• On determining the form of voting at the Extraordinary Shareholders General Meeting
• On the approval of the agenda of the Extraordinary Shareholders General Meeting.
• On execution of a material transaction, as a result of which NAC Kazatomprom JSC acquires or alienates (may acquire or alienate) property, which value amounts to more than fifty per cent of the total book value of NAC Kazatomprom JSC's assets as of the date of the decision on the transaction, as a result of which more than fifty per cent of the total book value of its assets is acquired or alienated (may be acquired or alienated), including Long-term purchase and sale agreements for natural uranium concentrates with State Nuclear Uranium Resource Development Company Limited.
• On the composition of the Board of Directors of NAC Kazatomprom JSC.

Board of Directors

Members of the Board of Directors and the Chairman of the Board of Directors are elected in accordance with the procedures prescribed by the Joint-Stock Companies Act and the Company's Charter.

Candidates are recruited and selected according to objective criteria and needs for diversity in the Board of Directors. Only an individual can be selected as a member of the Board of Directors. The Board members shall be elected from among:

• individual shareholders;
• persons nominated (recommended) for election as shareholder representatives;
• individuals, other than shareholders of the Company who are not nominated (not recommended) to be elected as representatives of the shareholder.

Persons nominated as Board member candidates must have the knowledge, skills, and expertise needed for the Board of Directors to perform its functions effectively and ensure long-term value growth and sustainable development of the Company. They should also have an impeccable business and personal reputation.

When selecting Board member candidates, Kazatomprom takes the following criteria into account:

• experience in senior roles;
• experience as a Board of Directors member;
• length of service;
• educational background, specialisation, including international certificates;
• competencies in the Company's core areas;
• business reputation;
• a direct or potential conflict of interest if elected to the Board of Directors.

Members of the Management Board, except for the Chairman of the Management Board, may not be elected members of the Board of Directors. Members of the Government of the Republic of Kazakhstan, and officials of government authorities may not sit on the Board of Directors.

TRAINING AND DEVELOPMENT OF MEMBERS OF THE BOARDS OF DIRECTORS

In accordance with the Policy on Advanced Training for the Members of Kazatomprom’s Board of Directors and Engagement of External Experts, the Board decides on advanced training either for all members in general or for its individual members based on:

• the advanced training needs identified in the course of the annual performance evaluation of the Board of Directors, committees of the Board of Directors and each member of the Board of Directors by approving the annual plan for BoD advanced training;
• reasonable requests of individual Board members.

The training of the BoD members also rests on the recommendations received during the general assessment of the Company's corporate governance.

In 2023, the Company planned ESG training but due to changes in the Board of Directors composition the training was postponed to 2024.

MEMBERS OF THE BOARD OF DIRECTORS

As of 31 December 2023, the Board of Directors consisted of seven directors, including three independent directors⁷⁹. The Board of Directors is chaired by an independent director⁸⁰. This guarantees the respect for rights of minority shareholders.

Independence of the Board of Directors:

The composition of the Board of Directors of the Company is balanced in terms of members' qualifications, expertise, knowledge, business qualities, and diversity. Board members have an impeccable business reputation, and expertise in the nuclear industry, finance and investment, corporate governance, as well as in other areas important for the management of the Company.

Members of the Board of Directors have extensive experience in senior roles, as partners and members of the governing bodies of big international companies, and an impeccable reputation in the business community. The diversity of the composition and the quota of independent directors are in the limelight. The Board is represented by both men and women, as well as citizens of various countries, which ensures gender and socio-cultural diversity.

The Board members do not hold any shares in the Company or equity interests in affiliates, nor do they hold any shares/equity interests in the Company's suppliers and competitors.

Members of the Company's Board of Directors are entitled to a fixed annual remuneration – there were no refusals or agreements on refusal of remuneration by members of the Company's Board of Directors in 2023.

CHANGES IN THE BOARD OF DIRECTORS IN 2023

By the decision dated 3 February 2023 (Minutes No.1/23), the Extraordinary General Meeting of Shareholders determined the Kazatomprom Board of Directors’ composition to be 8 persons. The Meeting appointed Armanbay Zhubaev as an independent director - member of the Board of Directors of the Company.

Neil Longfellow, Russell Banham and Marc Kasher, members of the Company Board of Directors, applied for early resignation as members of the Board of Directors with effect from 21 June 2023, 25 May 2023 and 19 May 2023, respectively.

By the decision dated 21 June 2023 (Minutes No.3/22), the Extraordinary General Meeting of Shareholders resigned Nazira Nurbaeva, a representative of Samruk- Kazyna JSC, a major shareholder of the Company, from the Kazatomprom’s Board of Directors.

By the decision dated 21 June 2023 (Minutes No.3/22), the Extraordinary General Meeting of Shareholders appointed a new composition of the Company’s Board of Directors, consisting of Arman Argingazin, Armanbay Zhubaev, Nodir Sidikov, Yernat Berdigulov, Yelzhas Otynshiyev, Yernar Zhanadil, and Yerzhan Mukanov.

By the decision dated 01 November 2023 (Minutes No.4/23), the Extraordinary General Meeting of Shareholders early resigned the members of the Board of Directors Yerzhan Mukanov and Yernar Zhanadil, and appointed Aidar Ryskulov and Meirzhan Yussupov as members of the Board of Directors of the Company.

BOARD OF DIRECTORS’ COMPOSITION

ACTIVITIES OF THE BOARD OF DIRECTORS

In 2023, the Board of Directors met 14 times (14 inperson meetings) to consider 230 issues.

The attendance of meetings by Board members was 94% on average in 2023.

Attendance of meetings by members of the Board of Directors

The most pressing matters considered by the Board of Directors in 2023

EVALUATION OF THE ACTIVITIES OF THE BOARD OF DIRECTORS

The Company's Code of Corporate Governance mandates an annual assessment of the Board of Directors' performance. The Board of Directors has decided to assess the performance of the Company's Board of Directors through self-assessment.

The self-assessment of the Board of Directors was conducted by filling out questionnaires in line with the Methodological Guidelines for Assessing the Performance of the Board of Directors and its Committees, the Chairman, Members of the Board of Directors and the Corporate Secretary of Samruk- Kazyna JSC, and the Regulations on the Assessment of the Performance of the Board of Directors and its Committees, the Chairman, Members of the Board of Directors of Kazatomprom JSC.

The assessment results showed that the level of efficiency of the Board of Directors based on key parameters was 86.3% and scored Grade A. This means that the Board of Directors meets most of the established criteria in all essential aspects with the sufficient evidence of its efficiency and performance.

The performance scored the highest in the following assessment areas:

• the Board of Directors plays a leading role in risk management, overall governance and all key business decisions;
• the Committees of the Board of Directors ensure comprehensive and thorough consideration of issues within the competence of the Board of Directors;
• the composition of the Board of Directors is evenly balanced in terms of professional expertise, experience, skills, and independence.

Performance indicators that require improvement are identified in the following areas:

• absence of a senior independent director;
• compliance with the deadlines for submitting materials to the Board of Directors on urgent/ important issues, including voiced ones;
• poor representation of women in the Board of Directors, including the composition of independent directors (gender imbalance);
• training for the members of the Board of Directors to improve their skills and knowledge.

The Board of Directors and the Nomination and Remuneration Committee jointly prepared an action plan to improve efficiency of the Board of Directors. The action plan outlines the following key tasks:

• to elect a senior independent director;
• to enhance control over keeping deadlines to submit materials to the Board of Directors on urgent/ important issues, including voiced ones;
• to conduct training for the members of the Board of Directors.

It is notable that one of the issues in Kazatomprom's ESG Practices Improvement Roadmap for 2023-2024 is to increase the share of females on the Company's Board of Directors.

Monitoring by shareholders and members of the Board of Directors of the timely and proper fulfilment of the tasks reflected in the action plan will be the key to further improving the performance of the Board of Directors.

PLANS FOR 2024

• Taking measures to reduce the number of agenda items to be reviewed by the Board of Directors and its committees. When considering the related-party transactions, information should be given about the conformity of the transaction price with the market price, with a benchmarking review added, except for transactions that involve the sale and purchase of uranium products.
• When the documents and papers are submitted for consideration by the Board/Committees, they should specify the relevance and impact on the implementation of the Company's Development Strategy.

COMMITTEES OF THE BOARD OF DIRECTORS

The Board of Directors has four committees:

• Production Safety (HSE) Committee.
• Audit Committee.
• Strategic Planning and Investment Committee.
• Nomination and Remuneration Committee.

The Committees⁸⁸ are accountable to the Board of Directors in line with their mandate granted by the Board of Directors and the relevant Regulations on the Committees. Members of the Committees are elected by the Board of Directors in line with the Law On Joint Stock Companies, the Code of Corporate Governance of Samruk-Kazyna JSC, and Kazatomprom's Charter.

PERFORMANCE OF THE BOARD COMMITTEES IN 2023

Report of the HSE Committee

Composition of the Committee and quantity of meetings

Matters considered by the Committee in 2023:

• Report on the implementation of the 2022 Action Plan for social partnership and enhancement of social stability at Kazatomprom's enterprises
• Roadmap to improve ESG practices in NAC Kazatomprom JSC for 2023-2024.
• Sustainable Development Programme 2023-2030.
• Committee's action plan for 2024.
• Quarterly Occupational Safety Status Reports and Q3 2022 ESAP Implementation Status Reports.

REPORT OF THE AUDIT COMMITTEE

Composition of the Committee and quantity of meetings

Matters considered by the Committee in 2023:

Reporting:

• Composition of the Commission responsible for selecting an auditor FY 2025-2027.
• The 2022 annual financial statements of NAC Kazatomprom JSC.
• Scope of audit and non-audit services provided by auditors to the Company and Group in 2022.
• Interim financial statements of NAC Kazatomprom JSC (consolidated and separate) for Q1 2022, 6M2023, and 9M2023.
• External auditor's opinion on Kazatomprom Integrated Annual Report 2022.

Risk management:

• Risk Management Report for 2022, Q1 2023, Q2 2023, and Q3 2023.
• Kazatomprom's corruption risk map, register, and 2023 Action Plan to minimise corruption risks.
• Approach to forming a final opinion on the adequacy of risk management and internal control systems at the Group level.

Corporate governance:

• Report on compliance with the Corporate Governance Code (based on the 2022 results).
• Corporate Governance Improvement Plan 2022.
• Kazatomprom Integrated Annual Report 2022.

Other matters:

• Information on the Directors and Officers (D&O) Liability Insurance Programme of NAC Kazatomprom JSC for 2023-2024.
• Proposals to improve the procurement situation.
• Findings of inspections conducted by the Compliance Service to check Kazatomprom's subsidiaries and affiliates for fictitious contracts and other irregularities indicating abuses.
• Status and plans to further improve cybersecurity across Kazatomprom's Group.
• Updated SAP Corrective Action/Improvement Action Plans at NAC Kazatomprom JSC.
• Quarterly reports of the Internal Audit Service and the Compliance Service.

REPORT OF STRATEGIC PLANNING AND INVESTMENT COMMITTEE

Composition of the Committee and quantity of meetings

Matters considered by the Committee in 2023:

• The results of a benchmarking analysis of NAC Kazatomprom JSC against other uranium companies in the first half of 2023.
• Annual Report on implementation of Kazatomprom’s 2018-2028 Development Strategy in 2022.
• Transition of a Kazatomprom’s investment project on Construction of onshore processing complex of Zhalpak deposit with production capacity of 900 tonnes per year in Sozak district of Turkestan region to the implementation stage.
• Report on the implementation of the Action Plan on strategic initiatives selected based on the results of the Strategic Session dated 17 August 2022.
• Invalidation of the Plan for Kazatomprom’s assets restructuring (withdrawal of non-core and auxiliary organisations) in 2020-2022 and approval of the List of Kazatomprom’s non-strategic assets for 2023-2032.
• Water Resources Management Strategy of NAC Kazatomprom JSC.
• Work plan of the Strategic Planning and Investment Committee for 2024.
• Quarterly reports of the Management Board of NAC Kazatomprom JSC on the implementation of major investment projects.

REPORT OF NOMINATION AND REMUNERATION COMMITTEE

Composition of the Committee and quantity of meetings

Matters considered by the Committee in 2023

HR matters:

• Recommendations on the candidates of the Chief Director for Commerce of NAC Kazatomprom JSC and the Chief Director for Economics and Finance of NAC Kazatomprom JSC for the appointment to the Company's Management Board.
• Recommendations on approval of a restated Kazatomprom Head Office structure.
• Recommendations on candidates for the roles of Chief Directors of subsidiaries and affiliates of Kazatomprom.
• Recommendations on candidates for the role of Chairman of Kazatomprom's Management Board.
• Recommendations on changes in the Management Board of NAC Kazatomprom JSC.
• Recommendations on the election of new members of the Board of Directors.

Bonuses:

• Recommendations on the 2022 Report on the implementation of KPIs by the Chairman and members of the Management Board of NAC Kazatomprom JSC.
• Recommendations on payment of bonuses based on 2022 performance to the Chairman and members of the Management Board of NAC Kazatomprom JSC.
• Recommendations on restated 2023 KPIs of Kazatomprom's Board Chairman and members.
• Recommendations on 2024 KPIs of Kazatomprom's Board Chairman and members.
• Recommendations on bonuses for the Corporate Secretary and the Ombudsman of the Company.

Management Board

The Management Board is Kazatomprom's executive body acting in line with the laws of the Republic of Kazakhstan, the Company’s Charter, the Corporate Governance Code, and the Regulations on the Management Board. These documents outline the role, competences and powers of the Management Board, as well as the rights and responsibilities of the Management Board members.

Competences of the Management Board are:

• managing the Kazatomprom current operation;
• deciding on any issues of the Company's operation not referred by the laws and/or the Company's Charter to the competence of other bodies and officials of the Company;
• approving the documents regulating the Company’s internal activities;
• implementing the resolutions made by the General Meeting of Shareholders and the Board of Directors.

CHANGES IN THE MANAGEMENT BOARD

The Management Board saw the following changes in the reporting period:

1) By the decision dated 12 January 2023 (Minutes No.1/23) the Board of Directors appointed the Chief Commerce Officer as a member of the Management Board:

2) By the decision dated 29 June 2023 (Minutes No.7/23), the Board of Directors appointed the following executive officers as the Management Board members:

3) By the decision dated 20 July 2023 (Minutes No.8/23), the Board of Directors appointed the Chief Director for Legal Support and Corporate Governance as a member of the Management Board as from 21 August 2023:

4) On 20 July 2023, the Board of Directors decided (Minutes No.8/23) to establish a 7-strong Management Board including the following members:

5) By the decision dated 28 September 2023 (Minutes No.11/23), the Board of Directors appointed the Chief Economic and Financial Officer as a member of the Management Board:

6) By the decision dated 28 September 2023 (Minutes No.11/23), the Board of Directors appointed the Chairman of the Management Board:

MANAGEMENT BOARD

(as of 31 December 2023)

Age diversity within the Management Board, %

Gender diversity, %

MANAGEMENT BOARD PERFORMANCE REPORT

Structure of issues considered by the Management Board

The Management Board members had no conflict of interests in 2023.

Attendance of meetings by Management Board members

Remuneration

According to the Company's Charter, the remuneration of the Board of Directors’ members is set by the General Meeting of Shareholders, while the remuneration of the Chairman and members of the Management Board is set by the Board of Directors, with no engagement of consultants in this.

On 26 October 2023, the Company’s Board of Directors approved the Rules of remuneration, bonuses and social support for the Company's executives. These rules describe the procedure and terms of remuneration payment to the Chairman and members of the Company's Management Board.

The Board of Directors determines the salary of the Chairman and members of the Company' Management Board in accordance with the Pay Grid.

Remuneration of the Chairman and members of the Management Board of the Company relies on a timebonus system and consists of a fixed part in the form of official salary and a variable part in the form of bonuses linked to the annual performance. Performancebased bonus for a year depends on the percentage of achievement of corporate and functional key performance indicators (KPIs), formed by cascading the strategic KPIs approved by the Kazatomprom's Board of Directors for the relevant period. In accordance with this system, bonuses of the Chairman of the Management Board are 100% linked to the achievement of corporate KPIs and those of the members of the Management Board are 60% linked to the achievement of corporate KPIs and 40%, to the achievement of functional (individual) KPIs over the year.

The corporate KPI map for a reporting year is approved annually by the Board of Directors and includes various indicators such as financial performance, shareholder return and profitability, safety culture improvement, major investment projects implementation, degree of fulfilment of the production programme for the uranium product output and other indicators, including those related to social support in the regions of operation. It is well-balanced and takes into account all Kazatomprom's strategic goals.

List of corporate KPIs for the Company

A consolidated net profit earned by the Company in a reporting year is key to payment of the annual performance-based bonuses.

The pension arrangements for the Chairman and members of the Management Board are regulated by the Law On Pensions in the Republic of Kazakhstan (the Law). The Company acts as an agent for mandatory pension contributions and transfers a statutory percentage of the earned income to the Unified Accumulative Pension Fund. If the Chairman or a member of the Management Board terminate their employment contracts due to retirement, he/she shall be paid allowance as established by the Collective Bargaining Agreement.

In 2023, members of the Management Board and independent directors of the Board of Directors at Kazatomprom received a total of KZT 912.8 million in pre-tax remuneration.

Total remuneration paid to members of the Management Board and the Board of Directors, KZT billion

Risk Management

RISK MANAGEMENT SYSTEM

Kazatomprom's risk management system is integral to the Company's business model and contributes to reducing risks for all stakeholders while achieving strategic objectives and creating sustainable value. The Group continuously monitors market and macroeconomic volatility, production risks, environmental aspects, geopolitical environment and regulatory changes to assess their impact on the current risk profile. In addition, the Company applies appropriate risk mitigation strategies and measures.

As part of building effective systems for risk management and internal control, including coordination of a business continuity management system, in 2023, Company developed and updated the following documents:

• updated the Rules on Setting Bank Limits of NAC Kazatomprom JSC in terms of optimisation of requirements to the Company on bank limits, interaction between the Company's subdivisions, terms of provision of information by the Company's subdivisions;
• approved the Instruction on Calculation of the key risk indicator VAR for uranium price;
• approved the Instructions on testing compensating controls (SAP GRC AC) of the Procurement process in the MM module of SAP ERP;
• updated the Instruction on counterparty risk management for the Kazatomprom’s uranium products sale in terms of changing the methodology for analysing the credit risk of counterparties and the procedure for setting a limit on a counterparty in accordance with a certain counterparty pool that depends on the credit risk level;
• updated the Regulations on the Risk Management Committee under the Kazatomprom’s Management Board in terms of distribution of functions for maintaining and supporting the Committee.

As part of ongoing insurance activities, the Company added eleven mining subsidiaries and affiliates and KAP Logistics LLP to its corporate property insurance programme in 2023.

Following the instruction on counterparty risk management for the Kazatomprom’s uranium products sale, the Management Board approved the List of Counterparties and limits on the Company's counterparties in respect of contracts for the Kazatomprom’s uranium products sale. The Risk Management Department conducts an independent risk assessment of counterparties. It provides relevant information to the Management Board and the Audit Committee under the Board of Directors as part of its risk management reports on quarterly basis. It also informs the Company’s Board of Directors in the annual risk management report. In addition, the Company and its subsidiaries and affiliates have a business continuity management system in place, and test business continuity plans on a regular basis.

In accordance with the Methodology “Conducting design assessment, testing operational efficiency, identifying and documenting significant deficiencies/ lack of control procedures in the process of preparing financial statements at NAC Kazatomprom JSC”, the Company, if necessary, conducts internal control procedures for the processes of preparing financial statements to ensure confidence in reliability of financial statements.

In 2023, the Company tested its business continuity plans throughout the year according to the approved schedule. We held meetings of the Operational Headquarters on sanctions risks.

Plans for 2024:

• Continue promoting the risk culture across the Company.
• Update internal regulations on risk management and internal control
• Update key risk indicators for key risks.
• Carry out diagnostics of the risk management and internal control systems of subsidiaries and affiliates.
• Use analytical reports based on the Corporate Data Warehouse (CDW).
• Support segregation of duties (SoD) within SAP Governance, Risk and Compliance, Access Control (GRC AC) in Procurements.

RISKS OF NAC KAZATOMPROM JSC

Under the COSO methodology, all of the Company's identified risks fall into five main categories: strategic, financial, operational, compliance, investment and project risks.

Risk registers and maps of subsidiaries and affiliates are developed and approved on an annual basis. Kazatomprom’s risk map is divided into zones of impact and likelihood.

According to the Company's Risk Register, we identified 32 risks for 2023, including 6 red-zone risks:

• S-2 Higher social tensions
• O-1 Failure to deliver on uranium sale targets
• O-2 Failure to meet the planned uranium mining and/or uranium product output (U₃O₈)
• O-3 Increase in the cost of products and services above target
• O-5 Occupational injuries
• О-6 Intentional damage to the Company's group of companies

A risk is assessed according to its position on the Risk Map. The areas of risk zones are allocated according to damage, pegged to the risk appetite.

Risk Map 2023

Key changes in the Risk Map in 2023:

In Q1, four risks migrated:

1. S-4 Failure to perform on subsoil contracts: probability grew from 4 to 5.
2. O-7 Reduced information security: probability grew from 4 to 5.
3. О-6 Intentional damage to the Company's group of companies: probability grew from 3 to 4 and impact grew from 2 to 4.
4. О-2 Failure to meet the planned uranium mining and/or uranium product output (U₃O₈): probability dropped from 4 to 3 and impact dropped from 4 to 3.

In Q2, two risks migrated, two new risks registered:

1. I-3 Failure to achieve targets of the Building 600. Reconstruction. Uranium Refining. UMP JSC. North Site project: probability grew from 3 to 4.
2. О-10 Risk of a pandemic: probability dropped from 3 to 1.
3. New risk registered I-4 Untimely implementation of the project on Construction of a sulphuric acid plant with a capacity of 800 thousand tonnes per year.
4. New risk registered I-5 Untimely implementation of the project on Construction of onshore processing complex of Zhalpak deposit with production capacity of 900 tonnes per year in Sozak district of Turkestan region.

In Q3, one risk migrated

1. I-2 Untimely implementation of CDW project (Stage 1): impact grew from 1 to 2.

In Q4, six risks migrated:

1. O-2 Failure to meet the planned uranium mining and/or uranium product output (U₃O₈): probability grew from 3 to 4 and impact grew from 3 to 4.
2. O-3 Increase in the cost of products and services above target: probability grew from 3 to 4 and impact grew from 3 to 4.
3. O-8 Failure to meet planned production/sales of beryllium, tantalum, niobium and other UMP products: probability grew from 4 to 5.
4. F-7 Counterparty default risk: impact grew from 2 to 3.
5. I-3 Failure to achieve targets of the Building 600. Reconstruction. Uranium Refining. UMP JSC. North Site project: probability grew from 4 to 5.
6. I-4 Untimely implementation of the project on Construction of a sulphuric acid plant with a capacity of 800 thousand tonnes per year: probability grew from 3 to 4.

Risks and mitigation

The Management is confident that Kazatomprom has an effective risk management system in place, implementing measures to prevent and mitigate the risk consequences. Reports on the implementation of preventive measures (within the framework of the risk register) are prepared on a regular basis. The Board of Directors sets and approves levels of risk appetite on an annual basis. Tolerance levels have been defined for all risks to control the process of preventing possible negative financial consequences and possible reduction of the Company's value.

Risk limitation practices and the Rules for setting limits for second-tier banks to ensure control over the level of credit risk are in place. The Management Board approves the Group's limits on counterparty banks at least once a year and then reallocates them between the Company and its subsidiaries.

Kazatomprom introduced the routine analysis and risks assessment in investment projects, as well as in other initiatives submitted for consideration of the governing bodies. The Company's senior management is directly engaged in risk management on an ongoing basis. The Risk Management Department regularly submits quarterly and annual risk management reports containing information on realised and forecasted risks, as well as measures taken to minimise them.

SUSTAINABILITY RISK MANAGEMENT

Kazatomprom strives to factor in the risks and opportunities in the area of sustainable development in its operations and make informed and ethical decisions related to sustainable development. The Company works to improve its risk management and internal control system and align it with ESG factors and the climate change agenda to meet the expectations of socially responsible investors, sustainability promoting communities, and other stakeholders.

Internal Control

The Company's internal control system seeks to build a management system capable of responding quickly to process risks, controlling core and supporting processes and day-to-day operations, and is built according to the COSO Internal Control – Integrated Framework and consists of five interdependent components: control environment, risk assessment, control procedures, information and its transmission as well as monitoring.

Kazatomprom approved the Internal Control System Policy where defined the goals and directions of its development. The Company developed the Rules on Management Reporting and approved the Instructions on Testing of Compensating Controls within SAP GRC AC. All this allows to effectively control risks and respond to them promptly.

Shareholder Engagement

SHARE CAPITAL

Kazatomprom's total issued shares, including global depositary receipts (GDRs), is 259,356,608, with 64,839,152 shares/GDRs currently on free float, which makes 25%. Samruk-Kazyna JSC holds 75% of the issued capital, or 194,517,456 shares.

Percentage of issued shares issued and free float

In 2023, Kazatomprom did not participate in any placements. There was no disclosure of the existence and compliance with the terms of any agreement with the controlling shareholder.

LISTING INFORMATION

As of 31 December 2023, the Company's securities, i.e. shares, GDRs and bonds were traded on the Kazakhstan and international stock exchanges with a listing on the Kazakhstan Stock Exchange (KASE), Astana International Exchange (AIX), and London Stock Exchange (LSE).

Listing

OUTREACH POLICY

Kazatomprom works consistently to build a positive image and business reputation of the Company, as well as to inform stakeholders about the Company's operations through external and internal channels.

As part of this work, Kazatomprom established an Information Disclosure Council, updated the Information Disclosure Policy and Rules, as well as other internal documents regulating the Company's communication risks.

Pursuing the Policy, Kazatomprom follows fundamental principles:

• Transparency
• Accessibility
• Balance
• Information protection
• Consistency
• Document evidence
• Efficiency
• Equality
• Completeness
• Impartiality
• Protection of information resources
• Regularity
• Commitment
• Reliability
• Coherence

In 2023, the Company:

• developed and approved: NAC Kazatomprom JSC's Internal and External Communications Strategy, the Order on External and Internal Communications, the Rules for Building Anti-crisis Communications of NAC Kazatomprom JSC, and the Instruction on Maintaining Corporate Accounts in Social Networks (for the Company's subsidiaries and affiliates);
• organised Kazakhstan’s pavilion as well as a sideevent at the 67th IAEA General Conference in Vienna (Austria). 15 media publications were posted on the results of the events (coverage of 150,000 people);
• published 81 press releases on the Company's official website, which together generated approximately 1 million reprints (coverage of more than 10 mln);
• prepared 58 responses to media enquiries, resulting in more than 70 media articles;
• had 34 articles, interviews, and reports published in foreign and Kazakh media;
• held 2 press conferences for the media with the Company's management, resulting in more than 50 media articles;
• held 2 press tours around the Company's production facilities, resulting in 16 media articles;
• held 1 press lunch in Astana;
• held 1 communication training session for employees of subsidiaries and affiliates;
• published 12 issues of the QazAtomNews corporate magazine;
• posted 1,000+ publications with photos and videos for internal and external audiences on the Company's social media accounts, with a total reach of about 1 million;
• redesigned the Company's social media accounts. The Company's Instagram account/external telegram channel has a unified style and design in the colours of the brandbook and the logo on each visual (post/ story). This redesign affects the Company’s visual image on social networks;
• withdrawn (not issued/deleted) 12 negative articles in the national media;
• revised/changed 7 articles in the national media;
• removed (not aired/deleted) 2 negative stories in the evening news of the national TV channels.

OFFICIAL CHANNELS FOR SHAREHOLDER ENGAGEMENT

To ensure the exercise of equity rights and the effective shareholder engagement, the Company operates several communication channels:

• the Company's official website, www.kazatomprom.kz, where information about the Company is available, including the description of operations and performance, press releases, annual and interim reports.
• mailbox and hotline where shareholders may file inquiries on absentee voting, dividends, notification of changes in personal data and other similar matters with the registrar/depositary of the Company:
  • For holders of ordinary shares: Central Securities Depository JSC, 28 Samal-1 District, Almaty. Tel.: +7 (727) 355 47 61
  • For holders of Global Depositary Receipts (GDRs): Citibank N.A., 388 Greenwich Street, New York, NY 10013, United States, Tel.: +1-212-816- 6622/+1-917-533-7887

Tax Transparency

Since its foundation, NAC Kazatomprom JSC has taken a responsible approach to compliance with applicable tax legislation, taking into account the provisions of laws and regulations, international treaties and other recommendations of state authorities in its activities, while ensuring proper control over tax accounting and tax reporting. Our responsible approach to taxation is based on our corporate tax policy and internal regulations and aims to ensure full and timely payment of all required taxes.

NAC Kazatomprom JSC's tax policy seeks to maintain the highest standards of tax accounting and the Group's management is responsible for compliance with the tax policy. NAC Kazatomprom JSC applies the group tax policy in accordance with the Company's overall business strategy and approach to corporate governance, ethics and risk management. The Company's tax policy is implemented using specific approaches and measures adopted and developed by the Group. These include proactive identification, prevention and mitigation of potential risks and result in accurate and timely fulfilment of the Company's tax obligations.

In order to conform with the best practices of international companies/corporations, a Policy on Tax Principles for the International Group of Enterprises (NAC Kazatomprom) has been developed and approved by the Kazatomprom Board, which is a document that states the general principles guiding the Group's enterprises in carrying out the tax function.

By making all applicable tax payments to local authorities, Kazatomprom makes a significant contribution to the sustainable social and economic development of the regions where it operates. Wherever possible, the Company seeks to engage in constructive dialogue on tax matters with government authorities, independent associations and business groups in order to make a meaningful contribution to the development of a fair, efficient and stable tax system.

The Director of Tax Department is responsible for the maintenance, control and management of tax risk and ensures that appropriate processes and systems are in place to control these risks. The Group is committed to minimising tax risks and always builds its business on sound principles, consistent with the tax legislation of Kazakhstan. The Company monitors tax changes on a regular basis and updates processes as necessary.

The Group believes tax risks are extremely important and discloses them in the financial statements if they exist. The Group prepares quarterly reports on tax risks for internal users. Since the tax system of the Republic of Kazakhstan is evolving, we consider different interpretations of tax laws and provisions, as well as the application of transfer pricing to be the most significant tax risks for the Group.

We seek external advice if there is complexity or uncertainty regarding tax risk and works very closely with the tax authority represented by the State Revenue Committee of the Republic of Kazakhstan. The Company seeks to resolve any contentious issues through proactive and transparent discussion and negotiation.

The Group widely participates in various pilot projects of the tax authorities aimed at continuous interaction between the parties in order to promptly identify and respond to potential risks. The Group is currently working on entering the second stage of the pilot project on horizontal monitoring, the main principles of which are transparency and reliability of tax accounting. Our employees regularly participate in seminars and training sessions on tax matters to stay up-to-date on trends and changes in tax legislation. Significant tax issues are regularly reviewed by external auditors as part of the audit of the Company's financial statements.

Compliance with Laws and Regulations

Compliance with laws and regulations in 2023

In 2023, the total number of cases of non-compliance with laws and regulations within the Group amounted to 328, out of which 61 cases resulted in fines and 267 cases led to non-monetary sanctions. It's noteworthy that all individual instances of Group companies' violations of laws, subordinate regulatory acts, and regulatory documents, as recorded by relevant state/ regulatory authorities, were included in the nonmonetary sanctions.

During the same period, the Group paid 61 fines totaling 522.8 million tenge. However, there were no instances of paying significant fines exceeding 364 million tenge in any single case. The chosen threshold for significance is determined based on the materiality specified in the independent audit report, which amounts to 5% of the pre-tax profit for the financial year ending on December 31, 2023, and is applied to individual items of the financial statements as one-hundredth of the specified percentage.

The instances of non-application of non-monetary sanctions are also considered insignificant because they did not result in significant impacts on the Holding's operational activities (such as production stoppages, license revocations, failure to fulfill contractual obligations, etc.).

Corporate Ethics and Compliance

Kazatomprom believes that doing business ethically is key to its long-term success, and therefore maintains the highest standard of ethical behaviour in its daily operations, which is an essential part of its approach to doing business.

The Company's Code of Ethics and Compliance approved by the Board of Directors is a pillar for achieving strategic goals and a guide for all Company employees in building relationships with stakeholders.

In addition to the Company's Code of Ethics and Compliance, the key documents governing anticorruption compliance procedures are:

• Anti-Corruption and Anti-Fraud Policy.
• Regulations on the settlement of corporate conflicts and conflicts of interest.
• Securities Trading Policy.
• Rules for internal control over insider information management.
• Whistleblowing Policy.
• Counterparty due diligence.

The Anti-Corruption and Anti-Fraud Policy is the key document that defines major anti-corruption measures, goals, and principles of NAC Kazatomprom JSC.

Basic principles of combating corruption and fraud:

• Zero tolerance for corporate fraud.
• Tone at the Top.
• Certainty of punishment.
• Separation of duties.
• No conflict of interest.
• Due diligence.
• Engagement of employees and the third parties concerned.
• No retaliation or sanctions.

Kazatomprom has Regulations on the settlement of corporate conflicts and conflicts of interest in place. The document outlines the causes of corporate conflicts and conflicts of interest, prevention procedures, as well as regulates conflict settlement actions of the Company's bodies.

The Anti-Corruption and Anti-Fraud Policy covers 100% of employees of Kazatomprom Group, including management. Staff outreach and training are conducted on a regular basis, including annual compliance testing.

In line with the ESG principles, Kazatomprom focuses on the development and further promotion of a compliance culture among its business partners as well.

100% of suppliers have been made aware of the Group's anti-corruption policies and procedures.

In 2023, the Compliance Service held workshops to explain the Code of Ethics for Suppliers and Contractors to twenty-eight of the Group's largest and systemic counterparties.

Throughout 2023, NAC Kazatomprom JSC's compliance specialists conducted anti-corruption training events for the Group's employees on various compliance topics, including anti-corruption issues.

In addition, a number of training and awareness-raising events were held with the invitation of civil servants from the anti-corruption regulator of Kazakhstan, the Agency for Counteraction of Corruption of the Republic of Kazakhstan.

In general, the Company aims to cover at least 90% of the full-time employees when conducting anticorruption training.

In 2023, the Company assessed corruption-related risks in 167 Group’s divisions/business processes, which is 47.7% of the total number of Group`s divisions/ business processes.

According to the approved Corruption Risk Map for 2023, Kazatomprom identifies the following risks as significant:

• Collusion with a potential supplier during procurement procedure.
• Collusion with an existing supplier when supplying goods/providing works and services.
• Collusion with third parties during recruitment procedures.

We did not record identification/realisation of the above risks in the reporting period.

ETHICS AND DOING BUSINESS PRINCIPLES

All our employees are committed to high standards of behaviour socially accepted and consistent with the responsibilities and traditions of the Company. High standards of personal conduct imply that employees of the Company adhere to the principles of honesty, integrity, impartiality, and respect not only at work and in communication with colleagues, partners, suppliers, customers, and other stakeholders of the Company, but also in their everyday life.

The general principles of employees' conduct in relations with other team members, business partners, shareholders, government agencies and other stakeholders are enshrined in the Kazatomprom Code of Ethics and Compliance. Corporate values lie at the heart of the Code. As the backbone of the Group's corporate culture and employees' unity of views and actions, the values contribute to the effective achievement of the Company's goals.

Kazatomprom's corporate values:

Every employee of the Company must adherence to the Code of Ethics and Compliance, regardless of their position. This Code is binding on the management and third parties related to the Company. All employees of the Company get familiar with the Code of Ethics and Compliance when they are hiring and when the Code is amended.

All group companies have also introduced a Supplier and Contractor Code (as an annex to a model procurement contract), which outlines Kazatomprom Group's ethical principles and obliges suppliers to follow them.

ANTI-CORRUPTION MANAGEMENT

As a law-abiding and public organisation, the Company supports anti-corruption and anti-bribery measures in Kazakhstan and globally. Corruption causes significant damage to the economic security of a country and society, has a devastating effect on the national economy, destabilises public life and work, and undermines public trust. The Company's anti-corruption commitments are enshrined in its Code of Ethics and Compliance.

To ensure effective anti-corruption management, we have implemented all necessary measures and procedures. Responsibilities are assigned depending on the level of decision-making:

• The Board of Directors is responsible for shaping a compliance policy and culture, including anticorruption actions and approval of internal documents, approving the annual corruption risk map, reviewing reports on materialised compliance risks, appointing the Head of Compliance Service, evaluating his/her performance and approving the work plan of the Compliance function for a year.
• The Management Board is responsible for implementing compliance procedures and enforcing compliance policies.
• The Compliance Service conducts an independent assessment of corruption risks, is responsible for coordinating anti-corruption efforts across the Group (including 23 operating companies), conducts counterparty due diligence, and reviews whistleblowers’ reports.
• The Internal Audit Service regularly evaluates the effectiveness of the Company's anti-corruption programme and submits its evaluation report to the Board of Directors.

In addition, the Company strives to cascade down these ethical business principles to suppliers and contractors. Thus, from mid-2021, an annex, the Supplier and Contractor Code, was introduced into the model procurement contracts. Suppliers must adhere to the Code. The Code incorporates seven core principles in line with the ESG (Environmental, Social & Governance) principles. Since 2022, Kazatomprom has held outreach meetings and workshops with the group's regular and major suppliers to discuss the Code.

Additionally, in 2023, the Company developed an ESG questionnaire for suppliers. The Kazatomprom's Model Contract for Procurement of Goods, Works and Services contains the supplier's obligation to complete the ESG questionnaire.

In the reporting period, we identified 1 case of corruption offence: on 23 January 2023, the Turkestan City Court sentenced an employee of Volkovgeologiya JSC to be guilty of giving a bribe to an employee of the Ecology Department of Turkestan Region of the Republic of Kazakhstan in 2021. At the same time, during the period of investigative measures on this offence, the Company terminated the employment contract with the employee of Volkovgeologiya JSC.

In the reporting period, we had no cases of dismissal or punishment of the Group's employees for corrupt practices.

In the reporting period, we had no confirmed cases of non-renewal or cancellation of contracts with business partners due to corruption-related offences.

In 2023, we had no public corruption cases filed against the organisation or its employees during the reporting period.

ANTI-CORRUPTION TRAINING

To raise employees’ awareness about compliance and the latest changes in anti-corruption laws, NAC Kazatomprom JSC conducts regular compliance and anti-corruption training sessions.

In 2023, the Company held two meetings with the risk and compliance officers of subsidiaries and affiliates (15-17 March and 16-17 November 2023). At the meetings, we discussed the main changes in the risk management and compliance environment, and reported on practices and developments.

In November-December 2023, we tested our employees on their knowledge of the Code of Ethics and Compliance of NAC Kazatomprom JSC.

In addition, the Compliance Service prepared three reports for compliance specialists of Kazatomprom Group:

• a seminar for service employees on compliance checks of potential suppliers;
• a seminar for compliance officers to explain the procedure on entering into a non-disclosure agreement to assist in combating corruption;
• a presentation for compliance specialists of Kazatomprom Group to explain ISO 37001.

The Company writes a monthly compliance column in the QazatomNews corporate magazine.

WHISTLEBLOWING CHANNELS

Kazatomprom has the Hotline in place that is designed to receive reports from the Company's employees and third parties on corruption and fraud-related issues, violations of the Code of Ethics and Compliance, and other non-compliance with the laws regulating the Group's operations. The Hotline details can be found on the Company's official website and subsidiaries and affiliates website.

The Hotline received 48 reports in 2023. We handled 44 and rejected 4 (due to consideration of the issue by the judicial authorities, earlier verification of a similar message, lack of information allowing for verification). The Company reviewed the reports within the time established by the internal documents.

Topics raised in reports, %

OMBUDSMAN

Kazatomprom has the Office of the Ombudsman responsible for consulting employees on the Code of Corporate Ethics, initiating procedures to consider disputes over violations of the Code, participating in their settlement, and promoting compliance with business ethics by employees. In line with the Company's internal documents, the Ombudsman shall follow the principles of independence, neutrality, impartiality, confidentiality, and informality.

In general, Kazatomprom is represented by a human rights institution consisting of the Ombudsman Service and independent Ombudsmen in 23 subsidiaries and affiliates.

This structural model makes it possible to promptly consider complaints, take measures against ethics violation, prevent and resolve social and labour disputes, substantively develop recommendations for persons involved in disputes, conflict or problem situations, and conduct effective communication activities.

As a result, the Ombudsmen of SDCs in 2023 received 225 employees in person and held 141 meetings with labour collectives.

Every employee can contact the Ombudsman through special communication channels: the helpline, internal communication channels at subsidiaries and affiliates, WhatsApp mobile application, or the Ombudsman's email. Information on the Ombudsman's activities is posted on information stands and screens of subsidiaries and affiliates, indicating how to submit complaints.

All the complaints were handled in line with the Company's internal documents and the laws of the Republic of Kazakhstan, including the Administrative Procedure Code of the Republic of Kazakhstan.

By the topic, the complaints considered were as follows:

• ethics – 22 (of which satisfied – 6, refused – 14, explained – 2);
• remuneration – 9;
• labour organisation, including nutrition and labour regime – 4;
• employment (recruitment) – 3;
• abuse and disagreement with the results of an official investigation – 2.

At the same time, 12 (or 30%) out of 40 were collective complaints, 10 of which were anonymous. In total, anonymous complaints were 12. Other ones – 2.

Reports were accepted on the following channels:

• Nysana information system – 18;
• Fund's hotline – 13;
• Corporate Ombudsman's email – 5;
• Company’s Office – 3;
• E-Otinish – 1.

All the complaints were handled in line with the Company's internal documents and the laws of the Republic of Kazakhstan, with a subsequent response to the applicants.

In 2023, for the first time in his practice, the Ombudsman made recommendations to eliminate violations by entering amendments and alterations to the Company's internal regulatory documents. During the above period, he prepared and made 8 recommendations, resulted in entering amendments and alterations to the Collective Bargaining Agreement, the recruitment rules, as well as updating the questionnaire used in sociological surveys according to the methodology of Samruk Research Services.

In 2023, to assess the moral and ethical climate, the Company conducted an anonymous survey covering 11,000 employees of 23 subsidiaries and affiliates, representing more than 60% of their total headcount.

This event identified problematic issues related to deficiencies in building relationships based on the principles of mutual respect, fair rewards and promotion, dissatisfaction with the personal protective equipment provided, cases of discrimination on the grounds of nationality, religion, gender, etc.

Based on the results of the analysis, the Company developed recommendations for the CEOs of subsidiaries and affiliates aimed at improving the moral and ethical climate in their teams.

In 2023, we invited the Samruk-Kazyna’s Ombudsman S.U. Trumov and the NAC Kazatomprom JSC’s supervisor, representative (interviewer) of the Centre for Social Engagement and Communication A.A. Akkazynova to visit the facilities of RU-6 LLP, Baiken-U LLP, Kyzylkum LLP, SKZ-U LLP, Irkol mine of Semizbay-U LLP, branch of KAP Logistics and branch of Volkovgeologia JSC "Ontustik VG" GEE-23.

The administration and the staff discussed the results of the survey conducted by SRS (Samruk Research Services). They focused on satisfaction with the logistical infrastructure, availability of necessary working and living conditions, as well as issues related to development, career, social package, evaluation of labour organisation and safety.

Based on the results of the visit, we held a joint meeting with ombudsmen, heads of HR and social services of enterprises deployed in the Kyzylorda region. We discussed the problems affecting reliability of the SRS surveys results.

Based on the results of the discussion, we developed recommendations on the brevity, presentation and number of the Centre for Social Engagement and Communication’s questions.

We held similar meetings with labour collectives at JV Inkai LLP, Karatau LLP and JV South Mining Chemical Company LLP, Kazatomprom SaUran LLP (Kanzhugan mine), Branch "Оntustik VG" GEE-5 of Volkovgeologia JSC, Uranenergo LLP and KAP Logistics LLP.

In addition, we examined the work plans of subsidiaries and affiliates and recommended to improve social wellbeing and peace of mind for the "critical" and "stressed" indices.

To improve the professional level of the Ombudsmen of subsidiaries and affiliates, the Company organised a meeting with UNDP (United Nations Development Programme) experts. The educational training on Observance of human rights and ethics in labour relations took place and the UN Special Representative in the Republic of Kazakhstan presented certificates.

On the basis of the Kazakhstan Nuclear University (KNU), we organised a training course on Methods and organisation of negotiation in managing labour conflicts for the Ombudsmen of subsidiaries and affiliates. They analysed case studies, solved practical problems and exchanged experience on examples of conflict situations in the oil and gas and other industries. We also invited to this training the Ombudsmen of Samruk- Kazyna JSC, Kazmunaigas JSC, NC Kazakhstan Temir Zholy JSC, Kazakhtelecom JSC, Samruk-Energo JSC, KEGOC JSC, Embamunaigas JSC.

In addition, the Ombudsmen Council of the Kazatomprom Group held 5 meetings to acquire skills and share experience within the framework of consultative and advisory work.

It should be noted that the Ombudsman Service acts as an operator of the existing pool of mediators of Samruk-Kazyna JSC, represented by 11 mediators, most of whom are acting Ombudsmen in subsidiaries and affiliates and have completed special courses for professional mediators.

At the same time, for the first time in the practice of this pool, a mediator from the Company’s Ombudsman Service resolved an existing conflict in Kazpost JSC, one of the enterprises of Samruk-Kazyna JSC group.